RED TEAMING · APPLIED CRITICAL THINKING · ADAPTIVE LEADERSHIP
Think clearly before the situation
gives you permission to be certain.
Cogplexiti works with organizations that decide under pressure — and can’t afford to get it wrong. We bring the discipline of red teaming to your hardest problem, work it with your team, and leave the capability behind. Tested on the fireline, not in a seminar.
Some Decisions Don’t
Give You a Second Chance.
Nobody budgets for better thinking in the abstract. Something happens: a reorganization you have to survive. A consolidation you have to get right. A leadership transition. A near-miss that showed you what the plan was resting on. A commitment with no rehearsal and a closing window.
The common thread is a decision you can’t take back, made on incomplete information, with the consequences landing somewhere real. That is the decision we work — with you, against a fixed scope, before you commit.
The frameworks were paid for in consequence — not assembled from other people’s stories.
Taught at Berkeley Haas, the National Fire Academy, a national security laboratory, and used at NATO Command & Control Centre of Excellence.
Jayson Coil leads Cogplexiti, bringing decades of experience in complex incident management, multi-agency coordination, and strategic problem-solving. With an extensive background in fire service leadership and high-stakes operations, he has worked across disaster response, interagency collaboration, and adaptive operations. His expertise in decision-support frameworks, red teaming, and cross-domain synchronization enables organizations to navigate uncertainty, align decentralized decisions with strategic intent, and improve operational resilience in dynamic environments.
Days commanding complex incidents
States
Years leading high-stakes operations
Published volumes: system, incident, and operational leader
As the American wildfire system undergoes historic change, today’s decisions will shape its future for decades. This volume examines six structural tensions, evaluates multiple strategic paths, and stress-tests each against plausible future scenarios to identify resilient, no-regrets approaches.
When wildfire demand exceeds capacity, critical decisions happen at the seams of coordination. This volume transforms the record of a significant incident into practical decision tools that help new Agency Administrators navigate complex, high-consequence situations with greater confidence.
Recognizing patterns is only part of good decision-making. This paper argues that the ability to question your own thinking while decisions are unfolding is a distinct, trainable skill—and one that may be essential to improving safety and performance in wildland fire.
Merging agencies does not automatically create a shared culture. This paper explores the challenges of integrating multiple wildland fire organizations and argues that a common decision doctrine—not organizational identity—is the foundation for effective mission command.
The wildfire system depends on an often-unspoken assumption: when resources are requested, they arrive. This paper examines how that assumption can quietly erode and proposes practical indicators for recognizing stress before it becomes system failure.
Why does prescribed fire continue to fall short despite record investment? This paper evaluates six competing explanations using structured analysis, separating assumptions from evidence to identify which barriers truly remain.
Wildland fire leaders are certified once but rarely reassessed throughout their careers. This paper examines the gap between initial qualification and ongoing decision performance, comparing wildfire leadership with other high-consequence professions.
Using a premortem approach, this paper imagines the future closure of the Complex Incident Management Team system and works backward to identify how it could happen. The result is a structured way to examine today’s risks before they become tomorrow’s reality.
The wildfire insurance crisis is not the result of a single bad actor but of many rational decisions that create unintended consequences. This paper explores the system dynamics behind the crisis and identifies solutions that stakeholders can realistically support.
